PGD in Project Management

1
Structure of the Course

2
ABP Postgraduate Diploma in Project
Management (PGDPM)

UNIT 1: PROJECT MANAGEMENT FUNDAMENTAL

UNIT 2: PROJECT PLANNING AND EXECUTION
UNIT 3: PROJECT FEASIBILITY AND FINANCING
UNIT 4: PROJECT RISK MANAGEMENT
UNIT 5: MANAGING HR IN PROJECT
UNIT 6: PERFORMANCE MEASUREMENT AND CONTROL
UNIT 1: PROJECT MANAGEMENT
FUNDAMENTAL

 Chapter 1: Modern Project Modern

Project
Management Manage
ment

 Chapter 2: Organisation Strategy

and Project Selection
Organisati
 Chapter 3: Organisation: Defining PM on
the Strategy
Project Fundame and
Structure and Culture Scope ntal Project
Selection

 Chapter 4: Defining the Project

Scope
Organisati
on:
Structure
and
Culture
Chapter 1: Modern Project Management
• Understand the importance of project management (PM) in
today’s world.
• Distinguish a project from routine operations.
• Identify the different stages of a project life cycle.
• Describe how Agile PM is different from traditional PM.
• Understand that managing projects involves balancing the
technical and sociocultural dimensions of the project.
All of mankind’s greatest accomplishments—from building
the great pyramids to discovering a cure for polio to putting
a man on the moon—began as a project.

6
Why project management (PM) is crucial in
today’s world
• Project management provides people with a powerful set of
tools that improves their ability to plan, implement, and manage
activities to accomplish specific objectives.
• Project management is more than just a set of tools
• The impact of project management is most profound in high-
tech industries
• Project management is not limited to the private sector.
• PMI membership has grown from 93,000 in 2002 to more than
565,000 in 2019

7
Visit:
https://open.unido.org/projects

8
• Most of the people who excel at managing projects never have
the title of project manager!
• They include accountants, lawyers, administrators, scientists,
contractors, coaches, public health officials, teachers, and
community advocates whose success depends upon being able
to lead and manage project work.

9
Examples of Projects
1. Business information: Join a project team charged with installing a new data security system.
2. Physical education: Design and develop a new fitness program for senior citizens that combines principles of yoga and
aerobics.
3. Marketing: Execute a sales program for a new home air purifier.
4. Industrial engineering: Manage a team to create a value chain report for every aspect of a key product from design to
customer delivery.
5. Chemistry: Develop a quality control program for an organization’s drug production facilities.
6. Management: Implement a new store layout design.
7. Pre-med neurology student: Join a project team linking mind mapping to an imbedded prosthetic that will allow blind
people to function near normally.
8. Sports communication: Join the athletics staff at Montana State University to promote women’s basketball.
9. Systems engineer: Become a project team member of a project to develop data mining of medical papers and studies
related to drug efficacy.
10.Accounting: Work on an audit of a major client.
11. Public health: Research and design a medical marijuana educational program.
12.English: Create a web-based user manual for a new electronics product.

10
Project vs Operations
What do the following headlines have in common?
• Millions Watch World Cup Finals
• Citywide WiFi System Set to Go Live
• Hospitals Respond to New Healthcare Reforms
• Apple’s New iPhone Hits the Market
• City Receives Stimulus Funds to Expand Light Rail System

11
The Project Management Institute provides the following
definition of a project:

“A project is a temporary endeavor undertaken to create a unique

product, service, or result.”

12
The major characteristics of a project are as follows:
• An established objective.
• A defined lifespan with a beginning and an end.
• Usually, the involvement of several departments and
professionals.
• Typically, doing something that has never been done before.
• Specific time, cost, and performance requirements.

13
What a Project Is Not
• A project is not routine, repetitive work!

Routine, Repetitive Work Projects

Taking class notes Writing a term paper

Daily entering sales receipts into the accounting Setting up a sales kiosk for a professional accounting
ledger meeting

Responding to a supply-chain request Developing a supply-chain information system

Designing an iPod that is approximately 2 × 4 inches,

Routine manufacture of an Apple iPod
interfaces with PC, and stores 10,000 media

Attaching tags on a manufactured

Wire-tag projects for GE and Walmart
product
14
Programme versus Project
• A programme is a group of related projects designed to
accomplish a common goal over an extended period of time.
• Each project within a program has a project manager.
• The major differences lie in scale and time span.

15
The Project Life Cycle

16
The Project Manager
• At first glance project managers perform the same functions as other
managers. That is, they plan, schedule, motivate, and control.
• What makes them unique is that they manage temporary,
nonrepetitive activities to complete a fixed-life project.
• Unlike functional managers, who take over existing operations,
project managers create a project team and organisation where none
existed before.
• They must decide what and how things should be done instead of
simply managing set processes.
• They must meet the challenges of each phase of the project life cycle
and even oversee the dissolution of their operation when the project
is completed.

17
Agile Project Management
• Traditional project management
focuses on thorough planning up
front. Planning requires predictability.
• For plans to be effective, managers
have to have a good understanding of
what is to be accomplished and how
to do it.
• For example, when it comes to
building a bridge, engineers can draw
upon proven technology and design
principles to plan and build the bridge.
• Not all projects enjoy such
predictability

18
Cont’d
• Such was the case for software development projects where it was
estimated that in 1995 American firms and agencies spent $81 billion
for canceled software projects (The Standish Group, 1995).
• Agile PM employs an incremental, iterative process sometimes
referred to as a “rolling wave” approach to complete projects
• Iterations typically last from one to four weeks. The goal of each
iteration is to make tangible progress such as define a key
requirement, page 14 solve a technical problem, or create desired
features to demonstrate to the customer.
• At the end of each iteration, progress is reviewed, adjustments are
made, and a different iterative cycle begins

19
Cont’d

• Agile PM focuses on active collaboration between the project

team and customer representatives, breaking projects into
small functional pieces, and adapting to changing requirements.
• Agile works best in small teams of four to eight members.
Instead of directing and integrating the work of others, the
project manager serves as a facilitator and coach. The team
manages itself, deciding who should do what and how it should
be done.
20
Current Drivers of Project Management
• Compression of the Product Life Cycle
• Knowledge Explosion
• Triple Bottom Line (Planet, People, Profit)
• Increased Customer Focus
• Small Projects Represent Big Problems

21
Project Management Today: A Socio-
Technical Approach
• Managing a project is a multidimensional
process
• A successful project manager will be well
trained in the technical side of managing
projects.
• Project managers must shape a project
culture that stimulates teamwork and high
levels of personal motivation as well as a
capacity to quickly identify and resolve
problems that threaten project work.
• Things rarely go as planned and project
managers must be able to steer the project
back on track or alter directions when
necessary.

22
Assessment of Unit 1

 Time Duration: 1 Hour 15 Minutes.

 Marks distribution: 100 Marks/Unit

(i) Internal Assessment: 20 Marks
Attendance, class performance and assignment
(ii) Final Exam: 80 Marks
There will be 25 MCQ and 5 Short Questions.
Each MCQ carries 2 Marks and Each short question carries 6 marks.

 Overall, 50% marks enough to pass.

Feedback

Please click here to send your feedback on the session.

If the above link does not work for you. Copy and paste the link to
your browser address bar and try again.
https://forms.gle/UJsuhN3zzBKaKJQo8
Thank you!
For your Time and Support

25